Technicians:

Technicians travelled every morning to the office and used to start their day at 8:30 AM. Because of the manual process, it took at least one hour before the technicians receive their daily assignments and hit the road. When en-route, management didn't have any automation on travel time, en-route time, on-site time and completed time. Inefficient travel time affected the number of jobs that a technician could perform every day. Technicians were not logging what time they started on the job and what time they finished, and hence, information on the completed forms was not accurate. Technicians couldn't update their work status before they return to the office and management didn't have any access to the status of the jobs in real-time.

Customers:

Lack of automation around initiating the service requests (maintenance, repair, installation) by the customers, created customer dissatisfaction. The telephone line was the main and only channel available to the customers to reach out to the service desk and wait time on the call was disturbing. Customers didn't have real-time access to the status of their work orders, and there was no easy to track the technician's ETA; hence, customers left in the dark and hoping that technicians will arrive at any time. It was impossible to submit or attach any pictures or documents of the defect or problem in hand.

Administration:

The processes were all manual and on pieces of paper. The assignment of the jobs was manual, and every morning, technicians used to get their work orders on the paper. The amount of the papers used to record the job detail and job reports was significant and accessing the operational data was challenging. Information sometimes was misplaced, and it wasn't very easy to pull out the reports on the operational data for analysis and decision making. Data was not reliable and was not accurate for precise course of actions by management.

Management:
Due to the manual process, operational data was not centralized. The management didn't have on-demand insight into the operational data, and the decision making was difficult for any process improvement. Gaining operational efficiency was challenging due to the lack of access to accurate operational data. It was impossible to know the status of work orders and what the technicians are busy with at any given time. Lack of access to the real-time and on-demand operational report led to the uninformed decision-making process resulting in poor service performance.

CRM integration:
KOA was not using any automation around their order and fleet management. Therefore, it was not possible to use the existing CRM solutions in the market.